St. Joseph s Hospital and Medical Center

Transcription

1 Community Benefit 2017 Report and 2018 Plan

2 A Message From: Patty White, President and CEO of, and Patti Gentry, Chair of the Community Board of and St. Joseph s Westgate Medical Center. Dignity Health s comprehensive approach to community health improvement aims to address significant health needs identified in the Community Health Needs Assessments that we conduct with community input, including from the local public health department. Our multi-pronged initiatives to improve community health include financial assistance for those unable to afford medically necessary care, a range of prevention and health improvement programs conducted by the hospital and with community partners, and investing in efforts that address social determinants of health. shares a commitment to improve the health of our community, and delivers programs and services to achieve that goal. The Community Benefit 2017 Report and 2018 Plan describes much of this work. This report meets requirements in California state law (Senate Bill 697) that not-for-profit hospitals produce an annual community benefit report and plan. Dignity Health produces these reports and plans for all of its hospitals, including those in Arizona and Nevada. We are proud of the outstanding programs, services and other community benefits our hospital delivers, and are pleased to report to our community. In fiscal year 2017 (FY17), provided $222,741,368 in patient financial assistance, unreimbursed costs of Medicaid, community health improvement services, and other community benefits. The hospital also incurred $130,913,853 in unreimbursed costs of caring for patients covered by Medicare. The Community Board of and St. Joseph s Westgate Medical Center reviewed, approved and adopted the Community Benefit 2017 Report and 2018 Plan at its October 25, 2017 meeting. Thank you for taking the time to review our report and plan. If you have any questions, please contact us at CommunityHealth-SJHMC@DignityHealth.org. Sincerely, Patty White Patti Gentry President/CEO Board Chair 1

3 TABLE OF CONTENTS Executive Summary 3 Mission, Vision, and Values 5 Our Hospital and Our Commitment 6 Description of the Community Served 7 Community Benefit Planning Process Community Health Needs Assessment Process 10 CHNA Significant Health Needs 11 Creating the Community Benefit Plan Report and 2018 Plan Strategy and Program Plan Summary 13 Anticipated Impact 16 Planned Collaboration 16 Financial Assistance for Medically Necessary Care 17 Program Digests 17 Economic Value of Community Benefit 27 Appendices Appendix A: Community Board and Committee Rosters 28 Appendix B: Other Programs and Non-Quantifiable Benefits 30 Appendix C: Financial Assistance Policy Summary 33 2

4 EXECUTIVE SUMMARY Located in the heart of Phoenix, Dignity Health (SJHMC) is a 593-bed, not-for-profit hospital that provides a wide range of health, social and support services with special advocacy for the poor and underserved. As of 2016, SJHMC has 4,565 staff, 200 Research Employees, 197 Employed Faculty Physicians, 1,109 Credentialed Community Physicians, 177 in 20 specialties, 16 Fellowships within Medical Education and 813 Volunteers. St. Joseph s is a nationally recognized center for quality tertiary care, medical education and research. It includes the internationally renowned Barrow Neurological Institute, the Heart & Lung Institute, University of Arizona Cancer Center at St. Joseph s and a Level 1 Trauma Center verified by the American College of Surgeons. The hospital provides care to the State of Arizona, nationally and internationally through its high-level care. SJHMC services Maricopa County and its surrounding areas. s states that in addition to its immediate geographical areas, a hospital s definition of community ought to include neighboring areas and populations with disproportionate or unmet health needs. For this report, Maricopa County and the defined service area are considered the community. Community is further defined through geographic primary and secondary borders as well as the demographic data from those patients who enter our doors. St. Joseph s Hospital draws approximately 85.7 % of its patients from Maricopa County, 10.75% from outside Maricopa County but within Arizona, and 3.52% from outside the state. It is important to understand that 61% of the population of the state of Arizona resides within Maricopa County. The primary service area includes all residents in a defined geographic area surrounding the hospital and does not exclude low-income or underserved populations. The primary service area for SJHMC includes the zip codes making up the top 75% of the total patient cases. According to the Community Need Index (CNI), a proprietary tool developed by Dignity Health, the primary service area includes both moderate and high-risk areas with significant socio-economic barriers. Zip code areas with the highest risks include 85003, 85004, 85006, 85007, 85008, 85009, 85015, 85017, 85019, 85031, 85033, 85040, and i The significant community health needs that form the basis of this document were identified in the hospital s most recent Community Health Needs Assessment (CHNA), which is publicly available at: additional detail about identified needs, data collected, community input obtained, and prioritization methods used can be found in the CHNA report. A special focus will be emphasized on the key areas that were identified through the 2016 Community Health Needs Assessment (CHNA). The significant community health needs identified are: Access to Health Services Mental/Behavioral Health and Substance Abuse Diet-Related Disease Obesity Chronic Health Conditions (Respiratory Illness (Asthma, COPD, Lung Disorders, Cancer) Injury and Trauma 3

5 In fiscal year 2017, took numerous actions to help address identified needs. These included: Adolescent Medicine Program Barrow Connections Programs Barrow Prevention Programs Cancer Prevention Programs Community Health Programs Family Medicine Outreach Programs Health Professions Education and Research Programs Huger Mercy Programs Injury Prevention Programs Mission Services Programs Muhammad Ali Parkinson s Center Programs Neuro Rehab Outreach Programs TB Clinic Women s Wellness Center Programs For fiscal year 2018, the hospital plans to continue its programming that were identified in Fiscal Year 2017, which includes the expansion of the Healthier Living Programs, behavioral and mental health programming, and evidence-based programs. The hospital plans to implement the Community Health Implementation Strategy which includes the Growing Together for Healthier Communities within the next three years. We will no longer be providing the following programs due to duplications within the community. They are as follows: Oliver Otter: A drowning prevention program for infants to five years of age. transitioned to Dignity Health Mercy Gilbert Hospital who has children s health services and prevention programs. ThinkFirst for your Baby: This was a pilot program that was being developed to prevent infant injuries. Discontinued due to duplications within the community. CarFit: A program that provides education, adaptive tools and individual assessment of senior ability to fit comfortably and safely in cars. This was discontinued at St. Joseph s Hospital and Medical Center and is currently being provided at AOTA (American Occupational Therapy Association, Inc.), AAA, and AARP Driver Safety The economic value of community benefit provided by in FY17 was $222,741,368, excluding unpaid costs of Medicare in the amount of $130,913,853. This document is publicly available at Written comments on this report can be submitted to the Community Benefit Office by calling or by at CommunityHealthSJHMC@DignityHealth.org. 4

6 MISSION, VISION AND VALUES is a part of Dignity Health, a non-profit health care system made up of more than 60,000 caregivers and staff who deliver excellent care to diverse communities in 21 states. Headquartered in San Francisco, Dignity Health is the fifth largest health system in the nation. At Dignity Health, we unleash the healing power of humanity through the work we do every day, in hospitals, in other care sites and the community. Our Mission We are committed to furthering the healing ministry of Jesus. We dedicate our resources to: Delivering compassionate, high-quality, affordable health services; Serving and advocating for our sisters and brothers who are poor and disenfranchised; and Partnering with others in the community to improve the quality of life. Our Vision A vibrant, national health care system known for service, chosen for clinical excellence, standing in partnership with patients, employees, and physicians to improve the health of all communities served. Our Values Dignity Health is committed to providing high-quality, affordable healthcare to the communities we serve. Above all else we value: Dignity - Respecting the inherent value and worth of each person. Collaboration - Working together with people who support common values and vision to achieve shared goals. Justice - Advocating for social change and acting in ways that promote respect for all persons. Stewardship - Cultivating the resources entrusted to us to promote healing and wholeness. Excellence - Exceeding expectations through teamwork and innovation. 5

7 OUR HOSPITAL AND OUR COMMITMENT Located in the heart of Phoenix, founded in 1895 by the Sisters of Mercy, Dignity Health St. Joseph s Hospital and Medical Center (SJHMC) is a 586-bed, not-for-profit hospital that provides a wide range of health, social and support services with special advocacy for the poor and underserved. As of 2017, SJHMC has 4,565 staff, 200 Research Employees, 183 Employed Faculty Physicians, 1,109 Credentialed Community Physicians, 260 Residents in 20 specialties, and 813 Volunteers. SJHMC is a nationally recognized center for quality tertiary care, medical education and research. It includes the internationally renowned Barrow Neurological Institute, the Heart & Lung Institute, University of Arizona Cancer Center at St. Joseph s, and a Level 1 Trauma Center verified by the American College of Surgeons. Rooted in Dignity Health s mission, vision and values, is dedicated to improving community health and delivering community benefit with the engagement of its management team, Community Board, and the Community Health Integration Network (CHIN). The committee, hospital executive leadership, Community Board, and Dignity Health review community benefit plans and program updates. The board and committee are composed of community members who provide stewardship and direction for the hospital as a community resource. and its affiliates, are committed to meeting the health needs of the community by ensuring implementation of successful programs that meet the specific needs of the people within the community. Success is achieved through assessment of community needs, involvement of key hospital leaders, and implementation of community benefit activities. Executive Leadership is responsible for reviewing, supporting, and providing strategic direction in collaboration with the Community Board and Community Health Integration Network on the Community Health Needs Assessment (CHNA), and Community Health Implementation Strategy (CHIS). The Community Board and CHIN are responsible for representing the community s needs, Community Health Needs Assessment oversight/adoption, priority-setting, community benefit plan/strategy, and program monitoring. Reference to the Appendix A roster of board and committee members, with affiliations; Key staff positions including the Director of Community Health Integration and the Community Benefit Specialist are dedicated to the community benefit program and its operations, implementation, evaluation, reporting, and ultimately the program s success. s community benefit program includes financial assistance provided to those who are unable to pay the cost of medically necessary care, unreimbursed costs of Medicaid, subsidized health services that meet a community need, community health improvement services and health professions education and research. Our community benefit also includes monetary grants we provide to not-for-profit organizations that are working together to improve health on significant needs identified in our Community Health Needs Assessment. Many of these programs and initiatives are described in this report. In addition, we are investing in community capacity to improve health including by addressing the social determinants of health through Dignity Health s Community Investment Program. Current investment projects are summarized in Appendix B. 6

8 DESCRIPTION OF THE COMMUNITY SERVED serves individuals residing within Maricopa County. For this report the focus will be on the primary service area of SJHMC. The primary service area includes all residents in a defined geographic area surrounding the hospital and does not exclude low-income or underserved populations. The primary service area for SJHMC includes zip codes that make up the top 75% of total patient cases. A summary description of the community is below, and additional details can be found in the CHNA report online. The City of Phoenix is the capital, and largest city, in the state of Arizona. Phoenix is the anchor of the Phoenix metropolitan area, also known as the Valley of the Sun. Surrounding communities include Tempe, Scottsdale, Glendale, Peoria, Tolleson, Avondale, Buckeye, Goodyear, Surprise, and Gila Bend. The primary service area includes both moderate and high-risk areas with significant socio-economic barriers. Zip code areas with the highest risks include 85003, 85004, 85006, 85007, 85008, 85009, 85015, 85017, 85019, 85031, 85033, 85040, and According to the Arizona Department of Health Services (ADHS), the Avondale, Buckeye, Camelback East, Central City Village, Chandler Central, Estrella Village, Glendale Central and North, Laveen, Maryvale Village, Peoria North, Surprise, and Tempe North PCAs have been federally designated as Medically Underserved Areas. More than half of the population in SJHMC s primary service area are adults between years of age. Nearly 17% of residents do not have a high school diploma, and approximately 20.1% are without health insurance. The data shows that the population as a whole is majority white, with a median income below the Maricopa County and Arizona medians. SJHMC is one of the few hospitals along the light rail line which provides the opportunity for the community to access the health services and community resources offered by the hospital. Table 1 provides more population demographics. Table 1 SJHMC Community Demographics Total Population 2,903,725 Race White - Non-Hispanic 46.9% Black/African American - Non-Hispanic 6.0% Hispanic or Latino 39.1% Asian/Pacific Islander 3.7% All Others 4.3% Total Hispanic & Race 100.0% Median Income $52,668 Unemployment 5.5% No High School Diploma 17.1% Medicaid * 24.0% Uninsured 9.4% * Does not include individuals dually-eligible for Medicaid and Medicare. Source: 2017 The Claritas Company, 2017 Truven Health Analytics LLC 7

9 One tool used to assess health need is the Community Need Index (CNI) created and made publicly available by Dignity Health and Truven Health Analytics. The CNI analyzes data at the zip code level on five factors known to contribute or be barriers to health care access: income, culture/language, education, housing status, and insurance coverage. Scores from 1.0 (lowest barriers) to 5.0 (highest barriers) for each factor are averaged to calculate a CNI score for each zip code in the community. Research has shown that communities with the highest CNI scores experience twice the rate of hospital admissions for ambulatory care sensitive conditions as those with the lowest scores. 8

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11 COMMUNITY BENEFIT PLANNING PROCESS The hospital engages in multiple activities to conduct its community benefit and community health improvement planning process. These include, but are not limited to: conducting a Community Health Needs Assessment with community input at least every three years; using five core principles to guide planning and program decisions; measuring and tracking program indicators and impact; and engaging the Community Health Integration Network (CHIN) and other stakeholders in the development of an annual community benefit plan and triennial Implementation Strategy. Community Health Needs Assessment Process Dignity Health, Community Board reviewed, approved and adopted the Community Health Needs Assessment at its January 27, 2016 meeting. The CHNA was conducted in 2015 as a collaboration with Maricopa County Department of Public Health (MCDPH) conducted a comprehensive assessment of the health needs of the resident of Maricopa County, as well as those in their the primary and secondary service areas. The process of conducting this assessment began with a review of approximately 100 indicators to measure health outcomes and associated health factors of Maricopa County residents. The indicators included demographic data, social and economic factors, health behaviors, physical environment, health care, and health outcomes. Health needs were identified through the combined analysis of secondary data and community input. Based on the review of the secondary data, a consultant team developed a primary data collection guide used in focus groups which were made up of representatives of minority and underserved populations who identified community concerns and assets. Surveys were collected from key informants to help determine community needs and priorities. Additionally, meetings were held with stakeholders from the Community Health Integration Network (CHIN) and Arizona s Communities of Care Network (ACCN) to assist with the analysis and interpretation of data findings. Quantitative data used in the report were high quality, population-based data sources and were analyzed by MCDPH, Office of Epidemiology. Data came from local, state, and national sources such as the Maricopa County Department of Public Health, Arizona Department of Health Services, Arizona Criminal Justice Commission, U.S. Census Bureau, U.S. Centers for Disease Control and Prevention, Behavioral Risk Factor Surveillance System survey, Youth Risk Behavior survey, and St. Joseph s Hospital and Medical Center s Fiscal Year 2015, Prevention Quality Indicators. The CHNA utilized a mixed-methods approach that included the collection of secondary or quantitative data from existing data sources and community input or qualitative data from focus groups, surveys, and meetings with community stakeholders. The process was reiterative as both the secondary and primary data were used to help inform each other. The advantage of using this approach is that it validates data by cross-verifying from a multitude of sources. The complete CHNA report is publicly available at: /media/service%20areas/arizona/pdfs/dignity%20st%20joes%20reportfinal.ashx?la=en 10

12 CHNA Significant Health Needs The following statements summarize each of the areas of priority for SJHMC, and are based on data and information gathered through the CHNA. Access to Care Community members and key informants overwhelmingly felt that access to care is an important issue for the community. Within SJHMC s primary service area, one out of every five residents lack health insurance. Additionally, there are disparities experienced across members of certain racial/ethnic backgrounds, with Hispanics and American Indians being least likely to have insurance. The number of adults reporting they have a usual source of health care is decreasing, with one out of every three reporting they do not have a regular doctor they see for care. Mental/Behavioral Health and Substance Abuse Mental health was ranked as the most important health problem impacting the community by key informants and focus group participants. Mental health is among the top ten leading causes of emergency department visits and inpatient discharges for SJHMC s primary service area. Substance abuse was one of the top concerns for both focus group participants and key informants. Key informants listed alcohol and drug abuse as two of the riskiest health behaviors community members are engaging in. Obesity (Diet Related Illnesses Key informants felt that being overweight, poor eating habits and lack of exercise were among the top five risky health behaviors community members were engaging in. According to the 2013 Youth Risk Behavior survey, the number of obese high school students is increasing and now accounts for 13.7% of all students. The percentage of adults that report being overweight and obese on the Behavioral Risk Factor Surveillance System survey is decreasing. However, Hispanic residents continue to experience disparities related to obesity and in 2013, 34.1% reported being obese. Chronic Conditions Chronic Conditions identified include: respiratory illnesses (i.e. asthma, COPD, lung disorders), diabetes, cardiovascular disease, and cancer. - Chronic lower respiratory conditions are the third leading cause of death for SJHMC s primary service area. - Diabetes: The number of deaths related to diabetes is decreasing in Maricopa County, but it is still the seventh leading cause of death in SJHMC s primary service area indicating a sustained health need Cardiovascular disease is second leading cause of death for Maricopa County and the primary service area Cancer is a leading cause of death in Dignity Arizona service area, and is listed as one of the top five areas of concerns from the key informants surveyed. The highest site-specific incidence rate in primary service area is due to lung cancer. Injury and Trauma Unintentional injury is the fifth leading cause of death for SJHMC s primary service area. 18 It is also the leading cause of emergency department visits and the second leading cause of inpatient discharges

13 Males are more likely to suffer from an unintentional injury with the exception of falls which are more prevalent among females. 20 Focus group participants reported neighborhood safety as a significant community health concern. Injuries related to interpersonal violence can be attributed to unsafe neighborhoods and key informants felt neighborhood safety was among the top ten factors that would improve quality of life in the community. The needs within the community are great and will require additional resources to assist the hospital and the communities reach its collective goals and objectives. Resources potentially available to address identified needs include services and programs available through hospitals, government agencies, and community based-organizations. Resources include access to over 40 hospitals for emergency and acute care services, over 10 Federally Qualified Health Centers (FQHC), over 12 food banks, 8 homeless shelters, school-based health clinics, churches, transportation services, health enrollment navigators, free or low cost medical and dental care, and prevention-based community education. The Arizona Communities of Care Network is a collaborative effort with diverse organizations participating in providing assistance to the community while directly collaborating with the hospital. Information on these efforts can be found by going to: The Health Improvement Partnership of Maricopa County (HIPMC) is also another collaborative effort between MCDPH and a diverse array of public and private organizations addressing healthy eating, active living, linkages to care and tobaccofree living. With more than 70 partner organizations, this is also a valuable to resource to help SJHMC connect to other community based organizations that are targeting many of the same health priorities. For more information go to: as=landingpage Creating the Community Benefit Plan As a matter of Dignity Health policy, the hospital s community health and community benefit programs are guided by five core principles. All of our initiatives relate to one or more of these principles: Focus on Disproportionate Unmet Health-Related Needs Emphasize Prevention Contribute to a Seamless Continuum of Care Build Community Capacity Demonstrate Collaboration The process for prioritization included engagement with both internal Dignity Health stakeholders and community partners from the CHIN and ACCN (See Appendix A for list of participating organizations). The first step of the process was a comprehensive presentation that included an overview of the CHNA findings and key emerging health needs. Stakeholders in attendance of the January 2016 Arizona Community of Care Network meeting completed a SOAR (Strengths, Opportunities, Aspirations, and Results) Analysis that would later be used during strategy sessions to determine the implementation strategies. The ACCN identified areas and programs that they will collaborate with the hospital and community to create healthier and sustainable communities. CHIN members received an overview of these implementation strategies at the March 2016 meeting, and were given the opportunity to provide feedback and additional comments. 12

14 2017 REPORT AND 2018 PLAN This section presents strategies and program activities the hospital is delivering, funding or on which it is collaborating with others to address significant community health needs. It summarizes actions taken in FY17 and planned activities for FY18, with statements on anticipated impacts, planned collaboration, and patient financial assistance to address access. Program Digests provide detail on select programs goals, measurable objectives, expenses and other information. The strategy and plan specifies planned activities consistent with the hospital s mission and capabilities. The hospital may amend the plan as circumstances warrant. For instance, changes in significant community health needs or in community assets and resources directed to those needs may merit refocusing the hospital s limited resources to best serve the community. Strategy and Program Plan Summary The following is a summary of the key programs and initiatives that have been a major focus of SJHMC s over the last year to address the identified and prioritized needs of the community. The key programs are continuously monitored for performance and quality with ongoing improvements to facilitate their success. The Community Health Integration Network (CHIN), Executive Leadership, the Community Board and Dignity Health receive quarterly reports regarding the success of the key initiatives and community benefit reports. Healthy People 2020 Initiatives are well defined and supported in the current findings of the current 2016 CHNA. In order to create a comprehensive strategy, we categorized the needs according to the Healthy People 2020 and in support of the CDC s National Prevention Strategy and the 6/18 Initiative. Existing programs with evidence of success and impact are identified within these key strategy areas to meet the community needs identified in the CHNA. Through our work and collaboration with Maricopa County and the State of Arizona s Department of Health and Human Services, we participate in Maricopa County s HIPMC to improve the outcomes for programs that are research and evidence-based, provide outcome based, and sustainable interventions. CHIP objectives are collected on an ongoing basis by the Maricopa County Department of Public Health (MCDPH) from organizations participating in the Health Improvement Partnership of Maricopa County (HIPMC). We work closely with the partners within HIPMC and also contribute through the hospital s programs to improve the community. We also collaborate with our community partners in the Arizona Communities of Care Network where we use the collective impact and asset-based strategies for program development and improvement. Program measurements and outcomes are measured using SMART goals to address the immediate needs and provide a framework to address the preventive factors or social determinants of health. We do this in collaboration with our partnering service lines within the hospital, community partners, the county and State of Arizona. We will continue to engage and utilize the Collective Impact Model and enhance the collaborations within the Arizona Communities of Care Network and further promote the work within Health Improvement Partnership of Maricopa County (HIPMC), Arizona Health Communities, and the Preventive Health Collaborative of Maricopa County. 13

15 Health Need: Access to Care Strategy or Activity Summary Description MOMobile Provide prenatal and postpartum care for low - income, uninsured pregnant women Mobile clinic travels to 4 different locations within Maricopa County weekly Muhammed Ali Parkinson s Center Promotoras Trained volunteers deliver in-home educational program to Hispanic families, entirely in Spanish Conduct 13 weekly visits and provide educational material for the families Families are followed for 6 months. ACTIVATE Case manage patients with low or not insurance Provide access to free medical equipment Patients are followed for 90 days Active FY17 Planned FY18 Anticipated Impact: The hospital s initiatives to address access to care has anticipated to result in: early identification of patients with limited access to care; gains in public or private health care coverage; increased knowledge about how to access and navigate the health care system; and increased primary care medical homes among those reached by navigators and promotoras. Health Need: Mental/Behavioral Health and Substance Abuse Strategy or Activity Summary Description Mental Health First Aid 8-hour course that gives people the skills to help someone who is developing a mental health problem or experiencing a mental health crisis. Builds mental health literacy, helping the public identify, understand, and respond to signs of mental illness. RX360 Prescription Drug Abuse Reduction Program Includes research-based, multimedia community education presentations Designed to mobilize communities and empower and educate parents and teens about the dangers of drugs and alcohol Community Grants 2018 initiative had a strong focus on mental/behavioral health projects New Communities of Care have proposed projects that deal directly with mental and behavioral health issues in our community Active FY17 Planned FY18 Anticipated Impact: The hospital s initiatives to address mental/behavioral health and substance abuse have anticipated results in: increasing the community s knowledge of common mental health issues and how to deal with them, empowering the community to understand prescription drug abuse, and support projects that will impact the community s access to mental/behavioral health services. 14

16 Health Need: Obesity (Diet related illnesses) Strategy or Activity Summary Description Healthier Living with Diabetes Growing Together Wellness Garden Series of free classes that teach participants how to self-manage their diabetes Strategies and tools are provided to improve health and overall quality of life Offered in English and Spanish Garden located on SJHMC campus Will provide access to fresh fruits and vegetable for Active FY17 Planned FY18 patients and community members Anticipated Impact: The hospital s initiatives to address obesity and diet related illnesses have anticipated results in: empowering community members to be better self-managers of diet-related illness symptoms, and increasing patient s and community member s access to fresh, healthy food options. Health Need: Chronic Conditions Strategy or Activity Summary Description Healthies Living with Chronic Conditions Series of free classes that teach participants how to self-manage their chronic conditions Strategies and tools are provided to improve health and overall quality of life Offered in English and Spanish Stroke Prevention Health promotion and stroke prevention education for seniors, community and employees that identify cardiovascular risk factors Increases the number of individuals who recognize signs and symptoms of stroke Active FY17 Planned FY18 Community Grants Program 2018 initiative focuses on addressing social determinants of health, which affect people with chronic conditions New Communities of Care have been formed to address barriers for people with chronic conditions Anticipated Impact: The hospital s initiative to address chronic conditions has anticipated results in: increasing the number of individuals being referred to appropriate professionals to receive medical care and education needs, improving the community s knowledge of how to manage chronic conditions, improving access to information on prevention, and increasing the community s capacity to improve their overall health. Health Need: Injury and Trauma Strategy or Activity Summary Description Helmet Your Head Safety program developed by Barrow Neurological Institute that focuses on the prevention of head and traumatic brain injuries Active FY17 Planned FY18 15

17 Promotes the establishment of safe behaviors and helmet usage during recreational activities. This program trains, fits and provides helmets to prevent traumatic brain injury primarily to the vulnerable populations. CarFit Program CarFit is a free educational program created by the American Society on Aging and developed in collaboration with AAA (American Automobile Association), AARP and the American Occupational Therapy Association. Identifies risk factors, access strategies, provides information and materials on community-specific resources that could enhance their safety as drivers, and/or increase their mobility in the community. Also provides referrals to appropriate professionals to receive additional services. Anticipated Impact: The hospital s initiative to address trauma and injury have anticipated results in: increasing the community s knowledge of trauma/ injury risks, empowering the community to avoid these risks, and providing access to items that increase safety and reduce the likelihood of enduring a traumatic injury. Anticipated Impact The anticipated impacts of the hospital s activities on significant health needs are summarized above, and for select program initiatives are stated in the Program Digests on the following pages. Overall, the hospital anticipates that actions taken to address significant health needs will: improve health knowledge, behaviors, and status; increase access to needed and beneficial care; and help create conditions that support good health. The hospital is committed to measuring and evaluating key initiatives. The hospital creates and makes public an annual Community Benefit Report and Plan, and evaluates impact and sets priorities for its community health program in triennial Community Health Needs Assessments. Planned Collaboration Since 2012, has engaged the community, nonprofit organizations, businesses, local community members, and governmental agencies in the Arizona Communities of Care Network (ACCN). The ACCN is a demonstration in utilizing the Collective Impact model and putting it into action. The key intent is to foster collaborations borne of shared responsibility among various organizations and agencies to transform health in our community and to engage the hospital and community in meeting the needs of the poor disenfranchised and underserved. The following are the current Communities of Care who are collaborating with one another and the hospital in creating healthier communities. 16

18 Financial Assistance for Medically Necessary Care delivers compassionate, high quality, affordable health care and advocates for members of our community who are poor and disenfranchised. In furtherance of this mission, the hospital provides financial assistance to eligible patients who do not have the capacity to pay for medically necessary health care services, and who otherwise may not be able to receive these services. A plain language summary of the hospital s Financial Assistance Policy is in Appendix C. The amount of financial assistance provided in FY17 is listed in the Economic Value of Community Benefit section of this report The hospital notifies and informs patients and members of the community about the Financial Assistance Policy in ways reasonably calculated to reach people who are most likely to require patient financial assistance. These include: providing a paper copy of the plain language summary of the Policy to patients as part of the intake or discharge process; providing patients a conspicuous written notice about the Policy at the time of billing; posting notices and providing brochures about the financial assistance program in hospital locations visible to the public, including the emergency department and urgent care areas, admissions office and patient financial services office; making the Financial Assistance Policy, Financial Assistance Application, and plain language summary of the Policy widely available on the hospital s web site; making paper copies of these documents available upon request and without charge, both by mail and in public locations of the hospital; and providing these written and online materials in appropriate languages. informs the community of its Financial Assistance Policy by posting it in areas throughout the hospital, both on the inpatient and outpatient areas; provides information on its website; provided information on Facebook, Linked In, Twitter, and by to the broader community. Program Digests The following pages include Program Digests describing key programs and initiatives that address one or more significant health needs in the most recent CHNA report. The digests include program descriptions and intervention actions, statements of which health needs are being addressed, any planned collaboration, and program goals and measurable objectives. MOMobile Maternity Outreach Mobile Significant Health Needs Access to Health Services Addressed Mental Behavioral Health Substance Abuse Obesity (Diet related Illnesses) Chronic Health Conditions (Diabetes, Cancer, Cardiovascular, Lung, Respiratory) Injury and Trauma Prevention Program Emphasis Focus on Disproportionate Unmet Health-Related Needs Emphasize Prevention Contribute to a Seamless Continuum of Care 17

19 Program Description Community Benefit Category Program Goal / Anticipated Impact Measurable Objective(s) with Indicator(s) Intervention Actions for Achieving Goal Planned Collaboration Program Performance / Outcome Hospital s Contribution / Program Expense Program Goal / Anticipated Impact Measurable Objective(s) with Indicator(s) Intervention Actions for Achieving Goal Planned Collaboration Build Community Capacity Demonstrate Collaboration Provide prenatal and postpartum care for low -income, uninsured pregnant women in Maricopa County who would otherwise not be able to obtain prenatal care. Mobile clinic travels to 4 different locations within Maricopa County weekly. Supported by SJH, and the OB/GYN Department of SJMG, funded through SJH Foundation which covers all operating costs, including staffing. Community Health Improvement Services Community Based Clinical Services Mobile Unit FY 2017 Report Decrease preterm and low birth weight infants in Maricopa County, increase number of mothers receiving adequate prenatal care. Decrease both infant and maternal mortality. Measurements include number patient visits, number of prenatal visits per patient receiving their prenatal care through MOMobile, average birth weight of infants, and outcomes of births. Provide services in areas where zip codes are indicating increased rates of premature birth, low birth weights, and higher infant mortality. St John Vianney Church, First Southern Baptist Church, Golden Gate Community Center. Patients also received collaborate services with First Things First, The Nurse Partnership, Southwest Human Development, March of Dimes, Mission of Mercy, and St Vincent de Paul Total number of patient visits 7/1/2014-6/30/2015:1845 (increased from 1673 previous fiscal year). Average number of prenatal visits per patient: 10, average birth weight: 7 lbs. 8.5 oz. Provides staffing, assistance for patients including physicians for delivery, ultrasounds, co-management of higher risk patients, office space for staff, parking for mobile clinic, supplies for clinic. FY 2018 Plan Decrease preterm and low birth weight infants in Maricopa County, increase number of mothers receiving adequate prenatal care. Decrease both infant and maternal mortality. Measurements include number patient visits, number of prenatal visits per patient receiving their prenatal care through MOMobile, average birth weight of infants, and outcomes of births Provide services in areas where zip codes are indicating increased rates of premature birth, low birth weights, and higher infant mortality St John Vianney Church, First Southern Baptist Church, Golden Gate Community Center. Patients also received collaborate services with First Things First, The Nurse Partnership, Southwest Human Development, March of Dimes, Mission of Mercy, and St Vincent de Paul Muhammd Ali Parkinson s Center PROMOTORAS Significant Health Needs Access to Health Services Addressed Mental Behavioral Health Substance Abuse Obesity (Diet related Illnesses) Chronic Health Conditions (Diabetes, Cancer, Cardiovascular, Lung, 18

20 Respiratory) Injury and Trauma Prevention Program Emphasis Focus on Disproportionate Unmet Health-Related Needs Emphasize Prevention Contribute to a Seamless Continuum of Care Build Community Capacity Demonstrate Collaboration Program Description Trained and certified volunteers deliver in-home educational program to Hispanics who have barriers to healthcare information living with PD. The program comprises 13 weekly visits and educational material for the families. Families are followed for 6 more monthly visits. The entire program is delivered in Spanish. Community Benefit Community Health Education Category FY 2017 Report Program Goal / Anticipated Impact Provide in home education to 10 families and introduce new 6 month follow up program. Promotores volunteers to attend annual national Promotores program. Measurable Objective(s) 15 families completed the program and/ or in the 6 month follow up with Indicator(s) Intervention Actions for Achieving Goal This year the program included additional volunteer training through an annual conference in CA and two workshops: Motivational Interview and Leadership training. Planned Collaboration Program Performance / Outcome Hospital s Contribution / Program Expense Program Goal / Anticipated Impact Measurable Objective(s) with Indicator(s) Intervention Actions for Achieving Goal Planned Collaboration Promotores HOPE Network (AZ), Creciendos Unidos/Growing Together (AZ) Fourteen families have benefited from the program and have acquired valuable information and tools to improve their quality of life. Some have joined the MAPC Hispanic programs such as exercise, support groups and/or the choir. SJHMC staff supervises the program; pays for volunteers gas and training, annual conference registration and travel; and space for ongoing meetings FY 2018 Plan Provide in home education to Hispanics living with Parkinson Disease and their families who experience barriers to heath education. The education will help people with chronic disease self-management and connect to MAPC programs for continued outreach support. Provide in home education to 10 families for 12 weeks and 6 monthly f/u visits. The trained Promotores will provide training to other community healthcare workers in the community (outside of the MAPC). Promotores volunteers to attend annual national Promotores program and to provide training to other Promotores outside the organization (i.e.: Promotores HOPE Network and the Creciendo Unidos promotores group. Promotores HOPE Network (AZ), Creciendos Unidos/Growing Together (AZ) Significant Health Needs Addressed Mental Health First Aid Access to Health Services Mental Behavioral Health Substance Abuse Obesity (Diet related Illnesses) Chronic Health Conditions (Diabetes, Cancer, Cardiovascular, Lung, Respiratory) Injury and Trauma Prevention 19

21 Program Emphasis Focus on Disproportionate Unmet Health-Related Needs Emphasize Prevention Contribute to a Seamless Continuum of Care Build Community Capacity Demonstrate Collaboration Program Description Mental Health First Aid is an 8-hour course that gives people the skills to help someone who is developing a mental health problem or experiencing a mental health crisis. The evidence behind the program demonstrates that it does build mental health literacy, helping the public identify, understand, and respond to signs of mental illness. Community Benefit Category Community Building Leadership Development and Leadership Training Program Goal / Anticipated Impact Measurable Objective(s) with Indicator(s) Intervention Actions for Achieving Goal Planned Collaboration Program Performance / Outcome Hospital s Contribution / Program Expense Program Goal / Anticipated Impact Measurable Objective(s) with Indicator(s) Intervention Actions for Achieving Goal Planned Collaboration FY 2017 Report Mental Health First Aid training helps a person assist someone experiencing a mental health crisis such as contemplating suicide. In both situations, the goal is to help support an individual until appropriate professional help arrives. Mental Health First Aiders learn a single 5-step strategy that includes Assessing risk Respectfully listening to and supporting the individual in crisis Identifying appropriate professional help and other supports. Provide in-kind space donation and host two Mental Health First Aid training for Mercy Care Plan. Market and recruit potential participants for the trainings at St. Joseph s Hospital and Medical Center Mercy Care Plan St. Joseph s Hospital hosted two successful trainings in February and May. Coordination and training marketing time provided by the Community Health and Benefit Department. FY 2018 Plan Train more first aiders National Council for Behavioral Health priority, Be 1 in a million movement. Provide venue to Mercy Care Plan two-times per year to hold Mental Health First Aid Training Increase awareness of program, Provide information on upcoming classes, Connect with partner hospitals to encourage space lending Mercy Care Plan Rx 360 Significant Health Needs Access to Health Services Addressed Mental Behavioral Health Substance Abuse Obesity (Diet related Illnesses) Chronic Health Conditions (Diabetes, Cancer, Cardiovascular, Lung, Respiratory) Injury and Trauma Prevention Program Emphasis Focus on Disproportionate Unmet Health-Related Needs Emphasize Prevention 20

22 Program Description Community Benefit Category Program Goal / Anticipated Impact Measurable Objective(s) with Indicator(s) Intervention Actions for Achieving Goal Planned Collaboration Program Performance / Outcome Hospital s Contribution / Program Expense Program Goal / Anticipated Impact Measurable Objective(s) with Indicator(s) Intervention Actions for Achieving Goal Planned Collaboration Contribute to a Seamless Continuum of Care Build Community Capacity Demonstrate Collaboration RX360 is a Prescription Drug Abuse Reduction Program of research-based, multimedia community education presentations. The presentations are designed to mobilize communities and empower and educate parents and teens about the dangers of drugs and alcohol in today s ever-changing substance abuse landscape. Community Health Education FY 2017 Report In collaboration with Maricopa County Department of Public Health, implement RX360 Program addressing prescription drug misuse. Implement nursing project to improve patient education regarding opioids prescribed to trauma patients discharged home from the hospital Became Nursing Project for Magnet Status. Expand to include study of prescribing practices for inpatient trauma patients, Review education for patients, and Implement training. Maricopa County Department of Public Health In April, Trauma Administration provided a learning session that provided an overview of the program and information about what Arizona is doing, trainthe-trainer session on Rx prevention, safe storage and disposal. Coordination, technical assistance and marketing time provided by the Trauma Administrative. FY 2018 Plan Develop materials and implement process to address prescription drug use among adults. Implement nursing project to improve patient education regarding opioids prescribed to trauma patients discharged home from the hospital Became Nursing Project for Magnet Status. Expand to include study of prescribing practices for inpatient trauma patients, Review education for patients, and Implement training. Maricopa County Department of Public Health Diabetes Self-Management Education (DSME) Significant Health Needs Access to Health Services Addressed Mental Behavioral Health Substance Abuse Obesity (Diet related Illnesses) Chronic Health Conditions (Diabetes, Cancer, Cardiovascular, Lung, Respiratory) Injury and Trauma Prevention Program Emphasis Focus on Disproportionate Unmet Health-Related Needs Emphasize Prevention Contribute to a Seamless Continuum of Care Build Community Capacity Demonstrate Collaboration Program Description Diabetes Self-Management Education (DSME) is a community course for 21

23 Community Benefit Category Program Goal / Anticipated Impact Measurable Objective(s) with Indicator(s) Intervention Actions for Achieving Goal Planned Collaboration Program Performance / Outcome Hospital s Contribution / Program Expense Program Goal / Anticipated Impact Measurable Objective(s) with Indicator(s) Intervention Actions for Achieving Goal Planned Collaboration people with Type 2 Diabetes. Small group courses are 6 weeks long, meeting once a week for 2 hours or 2 ½ hours. The sessions are highly interactive, focusing on building skills, sharing experiences and support. The course teaches the life skills needed in the day-to-day management of diabetes. Community Health Education FY 2017 Report Expand the infrastructure to increase attention to outcomes reporting, market and support quarterly evidence-based DSME to assist in the reduction of readmissions and unnecessary ED visits. Host DSME workshop quarterly, Health Services Advisory Group (HSAG) Increase community and hospital-based referrals, Arizona Living Well Institute, Health Services Advisory Group (HSAG) and Tanner Corporation, Six workshops were held serving 44 participants. Coordination, marketing and recruitment time, along with program supplies and materials provided by the Community Health and Benefit Department. FY 2018 Plan Expand the infrastructure to increase attention to outcomes reporting, market and support quarterly evidence-based DSME to assist in the reduction of readmissions and unnecessary ED visits. Host DSME workshop quarterly Increase community and hospital-based referrals Maricopa County and Health Services Advisory Group (HSAG) Chronic Health Stroke Prevention Significant Health Needs Access to Health Services Addressed Mental Behavioral Health Substance Abuse Obesity (Diet related Illnesses) Chronic Health Conditions (Diabetes, Cancer, Cardiovascular, Lung, Respiratory) Injury and Trauma Prevention Program Emphasis Focus on Disproportionate Unmet Health-Related Needs Emphasize Prevention Contribute to a Seamless Continuum of Care Build Community Capacity Demonstrate Collaboration Program Description Health promotion and stroke prevention education for seniors, community and employees that identify cardiovascular risk factors, increase the number of individuals who recognize signs and symptoms of stroke, and increase the number of individuals being referred to appropriate professionals to receive medical care and education needs. 22